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How does a motivated group of self-learners choose a subject or skill to learn? How can this group identify and select the best learning resources about that topic? How will these learners identify and select the appropriate technology and communications tools and platforms to accomplish their learning goal? What does the group need to know about learning theory and practice to put together a successful peer-learning program?

The Toolkit is organized around the same four elements of the Certification Criteria for Linked Learning Pathways: Pathway Design: Quality pathways are designed with a structure, governance, and program of study that provides all students with opportunities for both postsecondary and career success. Engaged Learning: In supportive learning communities, students meet technical and academic standards and college entrance requirements through real-world applications, integrated project-/problem-based instruction, authentic assessments, and work-based learning. System Support: District policies and practices provide leadership, support, and resources to establish and sustain quality pathways. Evaluation and Accountability: A systemic evaluation process documents the pathway's impact on high school achievement and postsecondary success and drives the pathway's continuous improvement plans.

HSD tools help you cope with those patterns when: Resources are tight and demand is high Your old tools and techniques fall short Players are many, diverse, or constantly changing Culture and/or organizational habits are obsolete Too much or too little control makes people crazy There are so many moving parts you don't know where to start

This organization based in Arlington, MA, has launched a National Institute for Student-Centered Education.

"The range of scholarly interest in creativity includes a multitude of definitions and approaches involving several disciplines; psychology, cognitive science, education, philosophy (particularly philosophy of science), technology, theology, sociology, linguistics, business studies, and economics, taking in the relationship between creativity and general intelligence, mental and neurological processes associated with creativity, the relationships between personality type and creative ability and between creativity and mental health, the potential for fostering creativity through education and training, especially as augmented by technology, and the application of creative resources to improve the effectiveness of learning and teaching processes."

"Established companies are "held captive by their customers," in Christensen's phrase, and so routinely ignore emerging markets of buyers who are not their customers. Dominant companies prosper by making a good product and keeping their customer base by using sustaining technologies to continue improving it. The products get ever better-but at some point their quality overshoots the level of performance that even the high end of the market needs. Typically, this is when a disruptive innovation lands in the marketplace at a lower price and relatively poor level of performance-but it's a level adequate for what the lower end of the market seeks. The disruptive technology starts to attract customers, and is on its way to staggering the industry's giants. "Sustaining innovation makes good products better-but then you don't buy the old product. They're replacements. They do not create growth." To bring these powerful ideas into the real world, Christensen in 2001 founded the consulting firm Innosight (www.innosight.com) with Mark Johnson, M.B.A. '96. Now employing about 100, the company works mostly with Fortune 100 companies that are seeking to defend their core businesses and adapt to disruptive environments. It also coaches them on how to disrupt markets proactively, harnessing disruption's engine of growth for themselves. "It's hard to do both," says David Duncan, a senior partner at Innosight who earned a Harvard Ph.D. in physics in 2000. "As successful companies get bigger, their growth trajectories flatten out, and they need to find new ways to expand. But that will look different from what they did in the past. Most are so focused on maintaining their core business that when push comes to shove, the core will almost always kill off the disruptive innovation-the new thing. "The two goals conflict for resources," he continues. "CEOs are accountable to shareholders and feel Wall Street pressure to meet earnings targe

please post to http://groups.diigo.com/group/ccreflect from now on & refer back to http://groups.diigo.com/group/cctnetwork for posts before 14 April '12

touchstone for design/review of personal & professional development programs? http://www.couragerenewal.org/images/stories/pdfs/SummaryReportCOTEval_Jan08.pdf